discovering business and user needs
PROJECT CHALLENGES
How can we optimize the purchase journey to increase checkout completion?
PROJECT GOALS
Readability
A mistake made by the software could cause a clinician to lose their medical license. The medical team need a platform they can trust to deliver reliable, efficient care.
Transparency
The medical team performs the same tasks and navigates the same flows daily. The medical team need design solutions that save them time so that they can interact with more patients.
design challenge
designing within a regulated environment
CHALLENGE
After aligning on the direction of the EMR, we brought in our Legal team who informed us that too much automation compromises our products largest limitation: our EMR was not a medical device.
SOLUTION
My team spent time learning the requirements of a medical device, learning how we can operate around this restriction. We rolled back our automation solution to include some user intervention, requiring that the cinician manually submit the automation as a bulk action.
proposing my solutions
During this phase, the requiremens for the EMR were still being determined and I led collaborative design sessions to brainstorm ideas with stakeholders. My three goals to enhance UX for the first iteration of this EMR were to centralize medical team tools within the product, introduce automation to repetitive tasks, and define a modular and scalable IA that would require minimal redesign as requirements evolved.
After noticing that some task templates required very minimal personalization, I proposed automating the template entry. This idea led to automating the entire lab test approval and result release tasks.
Exploring automated solutions
Anticipating that more tasks could be automated in the future, I created a modular layout, allowing for semi-personalized interfaces depending on medical team role. All components were built as mini-tables, easily achieving consistancy across the platform with many customization options.
Defining the Information Architecture
The first thing I explored was how to bring external medical team templates into the product (2-way messaging, outbound messages, after-visit summary, etc.). At first, I visualized this as a library of templated files that the medical team could insert into text fields.
Reducing the tech ecosystem
informing my design strategy
Utilized heuristic evaluation, competitive analysis, and comparative task analysis to explore the existing flow and discover technological restraints.
RESEARCH METHODS
RESEARCH GOALS
These methods were used to understand how
RESEARCH RESULTS
The medical team utilized many different platforms beyond the legacy EMR, including Zendesk, Microsoft Word, and more. Several medical processes included redundant user interactions. Medical team utilized templates for patient communication, but spent large efforts in customizing messages.
impact and reflection
Our automated solution reduced the amount of clinician interactions from 2,950 to 7 per 50 patients (max patients per pagination). This saved the medical team an estimated ~16,900 hours annually, or ~8 FTE.
-99.7% medical team interactions for lab-related tasks
While leaning on 23andMe's Web design system, the design and eng teams required more complex components not met by existing systems. We worked with the design system team to template each layout and component, launching our design system on Storybook.
Launched 23andMe's Internal Tools design system
Cross-functional whiteboarding sessions with the medical team became the foundation for building stakeholder trust. By framing these sessions as explorative (not decision-making design reviews), I created a space for clinicians to voice patient safety and workflow constraints that I wouldn't have identified through observation alone. This collaboration uncovered visibility into redundant interactions user interactions, later becoming the north star for automation decisions.
Preventing design-by-committee sessions
23ANDME
Cart & Checkout Redesign
OVERVIEW
Redesign of the cart and checkout experience. Negotiated a rebuild in order to implement an existing design system, opening up potential for experimental features.
ROLE
Product Design & Strategy
DURATION
2024-2025
TEAM
1 PD (Me), 1 Director of PM, 1 PM Lead, 1 Program Manager, 1 (ENG) Team Lead, 1 Principal Engineer, 2 Front-End Engineers, and many more.
about the project
I was tasked with implementing new payment options and A/B testing CTA placement for the Cart & Checkout flow. While analyzing existing flows, I identified key issues that contributed to design and engineering debt.
discovering business and user needs
PROJECT CHALLENGES
How can we optimize the purchase journey to increase checkout completion?
PROJECT GOALS
Readability
A mistake made by the software could cause a clinician to lose their medical license. The medical team need a platform they can trust to deliver reliable, efficient care.
Transparency
The medical team performs the same tasks and navigates the same flows daily. The medical team need design solutions that save them time so that they can interact with more patients.
informing my design strategy
RESEARCH METHODS
Utilized heuristic evaluation, competitive analysis, and comparative task analysis to explore the existing flow and discover technological restraints.
RESEARCH GOALS
These methods were used to understand how
RESEARCH RESULTS
The medical team utilized many different platforms beyond the legacy EMR, including Zendesk, Microsoft Word, and more. Several medical processes included redundant user interactions. Medical team utilized templates for patient communication, but spent large efforts in customizing messages.
proposing my solutions
During this phase, the requiremens for the EMR were still being determined and I led collaborative design sessions to brainstorm ideas with stakeholders. My three goals to enhance UX for the first iteration of this EMR were to centralize medical team tools within the product, introduce automation to repetitive tasks, and define a modular and scalable IA that would require minimal redesign as requirements evolved.
Reducing the tech ecosystem
The first thing I explored was how to bring external medical team templates into the product (2-way messaging, outbound messages, after-visit summary, etc.). At first, I visualized this as a library of templated files that the medical team could insert into text fields.
Exploring automated solutions
After noticing that some task templates required very minimal personalization, I proposed automating the template entry. This idea led to automating the entire lab test approval and result release tasks.
Defining the Information Architecture
Anticipating that more tasks could be automated in the future, I created a modular layout, allowing for semi-personalized interfaces depending on medical team role. All components were built as mini-tables, easily achieving consistancy across the platform with many customization options.
design challenge
designing within a regulated environment
CHALLENGE
After aligning on the direction of the EMR, we brought in our Legal team who informed us that too much automation compromises our products largest limitation: our EMR was not a medical device.
SOLUTION
My team spent time learning the requirements of a medical device, learning how we can operate around this restriction. We rolled back our automation solution to include some user intervention, requiring that the cinician manually submit the automation as a bulk action.
impact and reflection
Our automated solution reduced the amount of clinician interactions from 2,950 to 7 per 50 patients (max patients per pagination). This saved the medical team an estimated ~16,900 hours annually, or ~8 FTE.
-99.7% medical team interactions for lab-related tasks
Launched 23andMe's Internal Tools design system
While leaning on 23andMe's Web design system, the design and eng teams required more complex components not met by existing systems. We worked with the design system team to template each layout and component, launching our design system on Storybook.
Preventing design-by-committee sessions
Cross-functional whiteboarding sessions with the medical team became the foundation for building stakeholder trust. By framing these sessions as explorative (not decision-making design reviews), I created a space for clinicians to voice patient safety and workflow constraints that I wouldn't have identified through observation alone. This collaboration uncovered visibility into redundant interactions user interactions, later becoming the north star for automation decisions.
other case studies
Redesign of the cart and checkout experience. Negotiated a rebuild in order to implement an existing design system, opening up potential for experimental features.
OVERVIEW
1 PD (Me), 1 Director of PM, 1 PM Lead, 1 Program Manager, 1 (ENG) Team Lead, 1 Principal Engineer, 2 Front-End Engineers, and many more.
TEAM
Product Design & Strategy
ROLE
2024-2025
DURATION
Cart & Checkout Redesign
23ANDME
Redesign of the cart and checkout experience. Negotiated a rebuild in order to implement an existing design system, opening up potential for experimental features.
OVERVIEW
1 PD (Me), 1 Director of PM, 1 PM Lead, 1 Program Manager, 1 (ENG) Team Lead, 1 Principal Engineer, 2 Front-End Engineers, and many more.
TEAM
Cart & Checkout Redesign
23ANDME
Product Design & Strategy
ROLE
2024-2025
DURATION
about the project
I was tasked with implementing new payment options and A/B testing CTA placement for the Cart & Checkout flow. While analyzing existing flows, I identified key issues that contributed to design and engineering debt.
